Leadership in the age of hybrid work models

Klara Bosshard
Senior Consultant, PwC Switzerland

Tobias Sattler
Managing Director, PwC Switzerland

The post-pandemic era presents many challenges for employers. They need to find the balance between working from home and at the office, and establish a sustainable work culture. But how can managers deal with this and what employee expectations do they have to meet?

The topic of the ‘new normal’ crops up at various points throughout the employee cycle: in the recruitment process, in employee retention and career development, and even as a reason for termination. Covid-19 has made hybrid working a reality, and many employees appreciate this newly acquired flexibility. According to a study conducted by PwC in 2022, a large proportion of employees expect their employer to offer flexible working options starting from this year, while 62% would prefer a hybrid model. This shows that the pressure for sustainable solutions in companies is growing and managers are increasingly being held accountable.

Seeing hybrid work culture as an opportunity

This presents companies with several issues. Currently, the most frequently cited issues include the perceived loss of control in the area of measurable productivity and the establishment of a work culture. But, provided the right basic structures are developed in the company, hybrid working certainly offers opportunities for higher productivity and a more open corporate culture. In order to implement this sustainably, however, management structures must be adapted and adjusted to the constantly changing needs of employees.

Trust is a key success factor

According to experience reported by various companies with an established hybrid work model, this is established on the basis of sound, underlying trust between managers and employees. This is based on the principle that employees are more productive, more satisfied and more capable when they’re allowed to work autonomously, flexibly and with a hybrid model in place. What success factors have been demonstrated by these companies?

First and foremost is trust. This requires empathic leaders who listen and respond to the needs of employees. In order to develop a suitable hybrid work model, it’s therefore important to consider the employees’ preferences. In addition, management should provide direction through active leadership that’s appropriate and fair for all employees. Although hybrid working has proven successful for those in some occupations, others must continue to do their work on site. When it comes to regulating these arrangements, there are several options to choose from. Companies could, for example, introduce a standard policy for all employees or delegate decision-making freedom to team leaders and/or teams.

It’s important to set basic principles that will help teams to establish a suitable, hybrid way of working. The current post-pandemic tendency corresponds with a flexible work model, with options for teams and individuals. Companies need to create these options in order to remain agile and competitive. Even if a model like this can probably never satisfy all individual preferences, it will foster the corporate culture and improve productivity in the long term. So, companies should create a working model that can be flexibly adapted and, in addition to the key element of trust, incorporates empathy, active leadership and choice.

Workforce of the Future

The future starts now. Are you ready? The challenges that leaders face today are more significant and complex than they’ve been in generations. Learn about the insights we've gained about specific challenges organisations face as they look to build, equip and support tomorrow’s workforce.

Learn more

#social#